The Learning Organization: Learning and Empowerment for Whom?
构建了一个评估组织学习及成员参与深广度的框架，通过两家蓝筹公司的案例研究，检验了关于学习型组织是否仅增强管理层权力的竞争性假设，发现数据倾向于支持宪政主义观点。
In this article we develop a framework to assess organizational learning and the depth, breadth and spread of members' involvement. The framework incorporates the Morgan (1986) metaphors and the `learning company' characteristics of Pedler et al. (1991), along with the notions of single-, double-, and triple-loop learning. We draw up competing hypotheses setting Coopey's (1995a, 1995b) constitutionalist argument that a `learning organization' will enhance only the power of the `ruling court' unless democratic arrangements are explicitly laid down, against ideas of developmental leadership. Using case studies of two blue-chip companies-both cited as learning organizations, one claiming to have a democratically-oriented constitution-we illustrate how the framework may be used to assemble data for use in testing hypotheses in more empirically-grounded studies of empowerment in learning organizations. Our study compared the perspectives of top management, reflected in popular and professional publications, with grass-roots accounts from Hong Kong subsidiaries. While the data is inconclusive because it was collected opportunistically and from very few sources, it lends support to the constitutionalist position.